Royal GreenlandDesigning for profit-driven decision-making
Having implemented SAP IBP, Royal Greenland wants to further strengthen their ability to plan and execute on their corporate strategy. They want to improve efficiency by integrating finance in their S&OP solution and implement a performance management model fit for profit-driven decision-making. The design phase along with the development of tools and processes has been successfully prepared and now awaits the implementation phase.
Royal Greenland is a global seafood supplier owned by the Government of Greenland. They are headquartered in Nuuk and have close ties to the Greenlandic society, where for centuries fishing and hunting have been the main source for everyday living.
It’s that legacy Royal Greenland was built on.
Today, Royal Greenland is a global company with fishing and production facilities around the world. They occupy +2,000 employees and generate a DKK +4 billion turnover a year. To this day, Royal Greenland is one of the largest financial contributors to the Greenlandic society.
Having close ties to the Greenlandic society, Royal Greenland supports the local communities by retaining local jobs, developing the fishing industry and acting responsibly regarding climate and environmental changes.
During the past years, Royal Greenland has achieved a strong performance and an even stronger market position. They have made investments in the organisation and built capabilities around key processes. Then, in the autumn of 2018, they invested in the S&OP process to further strengthen their planning. On this journey, Royal Greenland implemented SAP IBP.
Royal Greenland, however, believes that they can improve the way they operate even further. They want to use resources better and strengthen their ability to plan and react on expectations to future events. Therefore, we started out on a project to increase the capabilities within Royal Greenland for making agile and profit-driven decisions.
We hypothesised that we have to improve data transparency and process robustness and found to separate the traditional budgeting process to create distinct purposes. The current yearly budget process is perceived to provide little value compared to the time and resources used. Once finalised, the budget will often be based on outdated assumptions. A move towards dynamic planning, allowing Royal Greenland to prepare rolling financial forecasting as time progresses, is therefore beneficial. The recent implementation of an improved S&OP process is a clear enabler for allowing this to happen.
In dynamic planning, we establish a clear difference between targets and forecasts. Targets are ambitious goals dictated by the strategy, forecast is a call to action.
Targets are still set less often, perhaps yearly, and are measured against the forecast throughout the year. The gaps identified will then be the driver for actions and initiatives.
Having decided on moving towards dynamic planning, we then defined a set of success criteria for our solution design. The design should:
Royal Greenland wanted to fundamentally improve their decision-making process and business planning to support their strategic ambition. Therefore, we started by defining the management model and then identified the missing links before we established the three things we wanted to solve:
First, we remove the budget and design a target-setting process to improve the link between strategy and business. Royal Greenland has a strong desire to emphasise autonomy and commitment from the organisation and a strong desire to shorten the process substantially. We therefore designed a three-step model containing:
Secondly, we build a rolling financial forecast that is customised to industry seasonality and based on data prepared in the monthly S&OP process, i.e. we use the exact numbers generated in S&OP for the financial forecasting. The financial forecasting will prepare a full profit-and-loss for the entire company and contribution margins for all products and markets.
The ambition is to establish profit-driven decision-making in the S&OP meetings, which means for the strategic execution to be moved further in the organisation. However, first step on the journey is to use these financial insights for decision-making by the executive management. This provides the executive management with the ability to test and assess the value of the insights generated during the implementation phase.
Allowing for this to happen, we have applied new costs and price logics in SAP IBP.Royal Greenland is a global operation with diverse customers and a mix of markets and products enhancing the complexity of the financial forecasting process. Therefore, we have also re-designed the S&OP data input to be aggregated at highest level possible while still providing meaning and value to the business, especially sales.
Thirdly, we design a process for business reviews, which is key to establish momentum and ensure informed decision-making. With regular business reviews, Royal Greenland will be able to bring actuals, forecast and targets together and set the scene for the identification of actions and initiatives. Also, we design new dashboards to deliver visuals on gaps and reports on strategic KPIs.
By implementing an IBP process, Royal Greenland will enable the organisation to work effectively with the integration in their performance management model and allow for the strategic decision-making to be pushed downwards in the organisation. In the future, decisions on product profitability, market exposure and channel mix that fit with the strategic direction and defined targets can be made during the S&OP meeting. All due to improved transparency of data and robust processes.
Now, Royal Greenland has a design in place that is to transform their approach to decision-making. Tools and processes have been prepared and tested and are now ready for implementation.
Rolling financial forecasting is to be launched while the financial insights provided are to be tested by executive management. Tools and processes for the business review are in place and are to be implemented, while the target-setting process is to be further developed and built.
The executive management demonstrates a high level of commitment to the developed solution design. The project group has collaborated and communicated highly with key stakeholders in the organisation, allowing for the tools and processes to be fully embedded in the organisation.
Royal Greenland is fully aware of the coming implementation phase and the potential challenges involved. We will face the actual change once we launch the different elements, and we will monitor, evaluate and change accordingly.
Royal Greenland is clearly on a journey.
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